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Agility and Iteration Won't Win the Future. Here's What Will:

By Inc.com

You need to solve fundamental problemsRead full story

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  • Not sure I agree with “Unfortunately, exploration can’t be optimized or iterated”.

    If the author refers to iteration as the process of continuously seeking feedback on work and iterating accordingly, I see that approach to work as fundamental to any form of innovation. It’s absolutely possible, and

    Not sure I agree with “Unfortunately, exploration can’t be optimized or iterated”.

    If the author refers to iteration as the process of continuously seeking feedback on work and iterating accordingly, I see that approach to work as fundamental to any form of innovation. It’s absolutely possible, and in fact encouraged, to be patient and determined, while also staying nimble and responsive to external events. Agility at its core exists for teams looking to better respond and thrive amidst an uncertain future.

  • Well said. Why grit, problem-solving, exploration and discovery always win (sooner or later).

    “To solve a tough, fundamental problems, we have to be able to commit for the long haul... Make no mistake. Innovation needs exploration. If you don't explore, you won't discover. If you don't discover you

    Well said. Why grit, problem-solving, exploration and discovery always win (sooner or later).

    “To solve a tough, fundamental problems, we have to be able to commit for the long haul... Make no mistake. Innovation needs exploration. If you don't explore, you won't discover. If you don't discover you won't invent and if you don't invent you will be disrupted. It's just a matter of time. Unfortunately, exploration can't be optimized or iterated. That's why grand challenges don't favor the quick and agile, but the patient and the determined. That's what wins in the end.

    ...That's why pursuing grand challenges is so important. They are basically an insurance policy against a future we can't yet see. By investing sustainably in solving fundamental problems, we can create new businesses to replace the ones that will inevitably falter... The problem is that there is a fundamental tradeoff between innovation and optimization, so few organizations have the discipline to invest in exploration today for a uncertain payoff tomorrow. That's why so few businesses last.”

  • Number 2, defining the problem is the toughest part of this, even more so that committing to solve it.

  • Is it possible we are only living in the short term. The resistance to unknown long terms is radical. And so true there will be winners and it’s usually those who choose to hang in there.

  • Some companies fall into an optimization trap. General Electric’s focus on leveraging existing strengths in their power generation business is one example. Their FastWorks program put focus into agility as they made strategic moves to cut development times and improve quality.

    They forfeited exploration

    Some companies fall into an optimization trap. General Electric’s focus on leveraging existing strengths in their power generation business is one example. Their FastWorks program put focus into agility as they made strategic moves to cut development times and improve quality.

    They forfeited exploration over optimization and lost the market to renewable energy. I think what the author means is that research and development trials cannot be monetized- which is a truth- they considerably drive down quarterly earnings to the contention of shareholders.

    Exploration and optimization do not have to be mutually exclusive. Optimization is a good way to boost quarterly earnings- allocate agile process monetization to innovation in parallel.

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